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Methodological Analysis of Process Technology in EngineeringProjects Implementation
by
Fabio L. Heineck
Bachelor of Science in Electrical EngineeringFederal University of Rio Grande do Sul, 1992
SUBMITTED TO THE SLOAN SCHOOL OF MANAGEMENT IN PARTIALFULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF SCIENCE IN MANAGEMENTAT THE
MASSACHUSETTS INSTITUTE OF TECHNOLOGY
JUNE 2007
@2007 Fabio L. Heineck. All rights reserved.
The author hereby grants to MIT permission to reproduceand to distribute publicly paper and electronic
copies of this thesis document in whole or in partin any medium now known or hereafter created
/-71Signature of Author:
MIT Sloan ellows rogram in Innovation and GlobalLeadership
1 May 12, 2007Certified by:
Donald B. RosenfieldSenio ecturerlDirector, MIT Leaders for Manufacturing Program
Thesis SupervisorAccepted by:
AtS nhn A Scr
MASSACHUSETFTS INSTITUTEOF TECHNOLOGY
JUL 0 2 2007
LIBRARIES
Director, MIT Sloan Fellows Program in Innovation andGlobal Leadership
ARCHNES
Methodological Analysis of Process Technology in EngineeringProjects Implementation
by
Fabio L. Heineck
Submitted to the Sloan School of Managementon May 12, 2007 in partial fulfillment of the
requirements for the degree ofMaster of Science in Science Management
ABSTRACT
This thesis will evaluate the utilization of process management tools in theimplementation of a major engineering project in a steel plant of Gerdau Group in the cityof Charqueadas, Brazil. The project consisted of an increase in capacity of the electric arcfurnace in order to improve the availability of liquid steel to the subsequent processes inthe Melt Shop.
The evaluation will be performed according to the Approach to Developing ProcessTechnology Strategy (Beckman, S.L. and Rosenfield, D.B., Operations LeadershipCompeting in the New Economy, Irwin McGraw Hill, 2007) methodology and it will assessto what degree the company covered the six recommended steps of the methodology:
Step 1 - Understand the Business Strategy and Competitive EnvironmentStep 2 - Understand the Technology Trends in the IndustryStep 3 - Understand the Internal Capabilities of the CompanyStep 4 - Identify and Assess Process Technology Investment AlternativesStep 5 - Develop an Implementation Plan and ImplementStep 6 - Implement, Assess and Measure ResultsThe evaluation will not prioritize the technical depth of the process technologies
analyzed, but rather will focus on the strategic and tactical aspects of the projects'implementation process. The major goal will be to assist the company in improving itsengineering projects managerial system.
The actual methodology utilized in engineering projects, although covering most ofmanagerial aspects of implementation, does not represent a formal approach to theprocess technology decisions required. The utilization of process management tools willprovide less variability in the achievement of project performance goals, allowing thecompany to achieve the expected benefits related to its investments in installations andinfrastructure quickly and consistently.
The conclusions will be used to develop recommendations for the implementationof future projects and the evaluation will also address the organizational aspects for apossible replication of the project in other steel plants outside Brazil.
Thesis Supervisor: Donald B. Rosenfield
Title: Senior Lecturer/Director, MIT Leaders for Manufacturing Program
NOTE ON PROPRIETARY INFORMATION
In order to protect Gerdau Group proprietary information, the data presented
throughout this thesis has been modified, scaled or minimized and do not represent actual
values used by Gerdau Group.
1) LIST OF CONTENTS
2.1) ABSTRACT
2.2) LIST OF CONTENTS
2.3) LIST OF FIGURES AND TABLES
2.4) CHAPTER 1 - THESIS OVERVIEW
2.5) CHAPTER 2 - INTRODUCTION
2.6) CHAPTER 3- UNDERSTAND TE BUSINESS STRATEGY AND
COMPETITIVE ENVIRONMENT
2.7) CHAPTER 4 - UNDERSTAND THE TECHNOLOGY TRENDS IN THE
INDUSTRY
2.8) CHAPTER 5 - UNDERSTAND THE INTERNAL CAPABILITIES OF THE
COMPANY
2.9) CHAPTER 6 - IDENTIFICATION AND ASSESSMENT OF PROCESS
TECHNOLOGY INVESTMENT ALTERNATIVES
2.10) CHAPTER 7 - DEVELOP AN IMPLEMENTATION PLAN AND
IMPLEMENT
2.11) CHAPTER 8 - ASSESSMENT AND RESULTS MEASUREMENT
2.12) CHAPTER 9- CONCLUSIONS AND RECOMMENDATIONS
2.13) BIBLIOGRAPHY
2) LIST OF FIGURES AND TABLES
a. CHAPTER 2
i. Figure 2.1 - Specialty Steel Applications in Cars
ii. Figure 2.2 - Investment Implementation Flow
iii. Figure 2.3 - AEP Production Flow
iv. Table 2.1 - EAF Hydraulic Movements
v. Table 2.2 - Investment Benefits
b. CHAPTER 3
i. Table 3.1 - Customer Segmentation
ii. Table 3.2 - Value Proposition
c. CHAPTER 4
i. Figure 4.1 - EAF General View
ii. Figure 4.2 - EAF Tilting Platform
iii. Figure 4.3 - EAF Shell Overview
iv. Figure 4.4 - EAF Energy Profile
d. CHAPTER 5
i. Figure 5.1 - Experience Curve
ii. Table 5.1 - Assessment of Process Technology Choices
e. CHAPTER 6
i. Table 6.1 - Investments Conclusion and Implementation Quality
Assessment
f. CHAPTER 7
i. Figure 7.1 - Investment Implementation Flow Revised
CHAPTER 1 - THESIS OVERVIEW
The Introduction, Chapter 2, describes the company operations within the steel
business industry the role of the Apos Especiais Piratini as the only specialty steel plant in
Gerdau Group at that time. The chapter includes the assessment of the company's
managerial processes related to engineering investments implementation and the
implementation structure, and its links to all levels of hierarchical responsibilities within the
company. Also, the chapter includes the project goals and scope definition as described in
the project plan.
Chapter 3 is dedicated to Business Strategy and Competitive Environment
analysis. It will analyze the business strategy adopted by Agos Especiais Piratini plant and
the positioning relative to the main strategic drivers through the Delta Model methodology
(Hax, A. C and Wilde II, D. L., The Delta Project, Palgrave 2001), which clarifies the
company's strategic choices and priorities. A major part of Gerdau Group operations is
related to the production and commercialization of common steel business, while the Agos
Especiais Piratini plant focuses on the specialty steel production. This chapter will describe
how the business strategy impacted the focus definition and potential trade-offs.
Chapter 4 covers the main technology trends for electric arc furnace equipment
and processes at the time of the project implementation and describes their main features.
The electric arc furnace equipment and processes are very specialized and tailored for
each new installation. The process of a supplier proposal demands close interaction
between the company's engineering departments and the potential suppliers. For this
scope of engineering project the company utilizes outsourced world class suppliers which
normally have already developed their proprietary technologies, but the degree of
customization of each project influences deeply the competitiveness of the potential
suppliers' offers. The chapter also presents a brief description of the electric arc furnace
process and the available process technology alternatives are described, considering the
risks and tradeoffs involved in their implementation.
Chapter 5 is dedicated to the assessment of the organization's internal capabilities
related to process technology development and management. The methodology utilized to
support the assessment is the Porter's Five Forces Model (Porter, M. E., Competitive
Strategy, New York Free Press 1980). The electric arc furnace process defines important
intrinsic steel properties and is considered a core capability in the specialty steel business
and, as such, it can provide the company with a competitive advantage. As the number of
technology suppliers and customers is limited and there is a strong tendency towards
reduction, the flow of critical information from the customer to the suppliers has to be
controlled in a very strict way to avoid loss of intellectual property.
Chapter 6 performs the identification and assessment of process technology
alternatives and evaluates the fit of the choices to the company's strategic needs. The
product-process matrix and Learning Curve tools are applied to help the decision making
process. The role of automation is discussed considering labor, business, operational,
socio-political and regulatory issues and their influence in the company's environment.
Chapter 9 also presents a unifying framework for process technology decisions
assessment, putting together the conclusions obtained from the Chapters 6, 7, 8 and 9 in a
practical tool to help the evaluation of the quality of the implementation plan.
Chapter 7 describes the implementation plan developed for the project according to
the methodology PMI (Project Management Institute) adopted and customized by the Agos
Especiais Piratini engineering department. The methodology implementation steps are
detailed, as well as the focus of tasks and expected results.
Chapter 8 performs the assessment and measurement of the new process
technology results, making a comparison between the achieved benefits and the planned
goals for costs, quality, availability, innovativeness and environmental conformity. Besides
the performance check, the chapter analyzes the fit of the process implementation
outcomes to the company's overall strategy.
Chapter 9 draws the conclusions about the effectiveness of the company's
engineering projects implementation practices compared to the recommended six-step
approach employed in its evaluation. The improvement opportunities uncovered
generated a set of recommendations to be implemented in engineering projects within the
whole organization. The recommendations also will address the organizational aspects in
case of their implementation in other business units of the Gerdau Group, through the
three perspectives on organizational analysis action (Ancona, D. et al., Three Perspectives
on Organizations, South-Western College Publishing, 2005).
CHAPTER 2 - INTRODUCTION
a. COMPANY
The Gerdau Group is the largest producer of long steel in the Americas, with mills
in Brazil, Argentina, Canada, Chile, Colombia, the United States, Peru and Uruguay; it also
holds a 40% stake in the Spanish steel company Sidenor. Currently, Gerdau has an
installed capacity of 19.1 million metric tons of steel per year. In 2006, the Gerdau group
exceeded US$ 13 billion in sales revenues from the production of 15.6 million metric tons
of steel, generating net profits of 1.7 US$ billion.
Gerdau Acos Especiais Piratini is a mini mill steel plant focused on the production
of specialty long steels developed primarily for the automotive industry. Throughout the
years, the Gerdau Group has invested in the mill's technology and equipment, giving it the
means to offer superior quality products that are developed based on the specific needs of
each customer. Technical training, aligned with world class management practices, has
made Gerdau Agos Especiais Piratini one of the most modern and efficient steel mills in
the world.
The company's production capacity reached 500,000 metric tons/year of crude
steel, and its constant concern and investment in the modernization of the production and
environmental control are reflected by the different awards it has received during its
history. An example is the ISO 9002 quality certification (1993), the National Quality Award
(2002), the ISO TS 16949:2002 (granted in 2003) and, more recently, the ISO 14001
certification (May 2005) and the nomination for the ISO TS 16949:2002 recertification
(June 2006).
The Gerdau A.os Especiais Piratini (AEP) plant produces engineering steel and
stainless or tool steel grades for applications which demand materials with more restricted
guidelines for chemical composition, mechanical and metallurgic properties.
The engineering steels are used in the machining, cold forging, hot-forging and
cold drawing processes. They are utilized mainly in the manufacturing of auto parts for
steering and suspension systems, power trains, gears and axles of speed boxes and
engines. Some examples of the engineering steel application in cars are shown below:
Figure 2.1 - Specialty Steel Applications in Cars (highlighted parts)
The tool steel is used in the manufacturing of sawing tools, die tools to plastic and
metal injection as well as to forging dies.
The stainless steel is used in the machining, forging and cold drawing processes.
They are widely used in the manufacturing of parts and accessories for the oil, chemical,
food, dental tools and medical industry.
Differently from the common steel business units and due to its products
specificities, the Agos Especiais Piratini plant adopts the "make-to-order" production
strategy. The variety of its final product and steel metallurgical compositions prevents the
plant from carrying respectively high levels of finished goods and work in process
inventory. It means that there are almost no production buffers to compensate any plant
stoppage. In the case of automotive industry, the problem is amplified by the just-in-time
production strategies adopted by the parts manufacturers and by the automotive industry.
In order to meet the strict production schedules, the plant utilizes sophisticated production
management systems and developed unique related skills which consist of a company's
competitive advantage.
b. ENGINEERING PROJECTS
The PDCA cycle of engineering investments is shown in the Figure 2.2 -
Investment Implementation Flow, which clearly defines all steps and responsibilities for
engineering projects implementation. The five-year strategic plan is detailed at the
industrial units' level, with the participation of the Gerdau Group engineering committee,
and approved by the board of the company. After the strategic plan approval, the
engineering departments perform studies in order to confirm the viability of each potential
investment. According to competence levels, the projects are approved and then the
engineering departments are in charge of the entire project's management. Usually each
industrial unit has its own engineering department, like the case of Gerdau Agos Especiais
Piratini plant, which is responsible for all steps of the projects implementation.
FIGURE 2.2 - INVESTMENT IMPLEMENTATION FLOW
WHo
ENG m AEP Cromrmee* Gerdau Group ECeG
To define/review objectives, control items andSystem Goals
I To generate/review the 5 Year AEP Investments Plan
To generate Viability Studies: : pe(VS)
To approve Viability Studies
I To start-upfto detail approved' inve
To impler
N N Inimpl
Y
I Closin meetino and investmen
1
It
Syster
Preventive/Co
System Evaluation
Improvement and Innovation Actions
WHEN
Sep to Oct
Dec
Nov a Dec
Dec
According to VSPlan schedules
definido no
After investmentapproval
According specificschedulesschedules
After start-up
Afterinvestmentevaluation
Each semester
Each 15 days
Each month
Each Month
Each month
Acc. To Demand
Each monthEach Semester
Each month
Dec
HOW
During the planning cycle.
Considering the improvementopportunities from the former learningcycle.
Defining projects timelines, budgets,objectives and goals.
Board Meeting.
According to the intermal standards:PO 290-0-008 e P0-290-0-009
Registering in SAP-PS system,communicating investment approval,detailing implementation plan andmobilizing respective teams.
According to Engineering Departmentstandards.
According to PR 290-R-028 (internalstandard).
Closing the PS system after clientapproval.
Evaluating performance item, accordingto PR 290-R-032 (internal standard)
Verifying the planned schedule,analysing problems and definingcountermeasures
Reporting the investmentsimplementation status;Analysing Performance Items(Schedule, Costs and Quality).
Reporting implementation status;Analysing problems andcountermeasures.
Analysing Investments Reports, Control andPerformance Items ( Schedule, Budget,Quality and Benefits)
Analysing problems andcountermeasures, defining scheduesand resources
ENG and Clients Meetings;Committee ENG Gerdau;ENG Cell meeting for ImprovementPlan generationfelaboration.
System Evaluation by ENG GerdauCommittme.AEP Improvement Plan
Remarks Preventive/Conective actions, generated by the Control and Leamrning System Processes, are identified and implemented in the "ACT" step of the PDCAcycle.Preventive/Corrective actions are related to the "DO" step (System Execution).Improvement actions cover the whole PDCA cycle
13
I I I " " w
' I To genelate/review the 5 Year AEP Investments Plan
-
, -
.: , I
, !
i i I i
The engineering departments are structured in order to provide the whole
installation of new systems, performing mainly activities related to installation projects and
equipment assembling. Each project has its assigned coordinator and the investment
coordinators team has representatives from each major field of engineering expertise,
such as power, automation and instrumentation, mechanics, utilities and construction
engineering. Although the engineering departments have technical designers, they are
used to covering basic demands for minor projects and the interfaces between existing
systems with new ones, outsourcing most of the installation projects. In the case of
equipment, the company maintains technical expertise and considers this a core
competence, but nearly all equipment is manufactured by external suppliers.
c. ELECTRIC ARC FURNACE PROJECT
As mentioned before, the engineering project to be evaluated is the increase of
capacity of the sole plant's electric arc furnace. This chapter describes the general scope
of the project, with the detailed evaluation performed in Chapter 9, where the process
technology alternatives are compared.
Figure 2.3 - AEP Production Flow shows the simplified operation processes in the
Gerdau Agos Especiais Piratini plant in order to illustrate its impact in the company's
operation. It is important to observe that the arc furnace is the only source of liquid steel
for the next processes and its stoppage causes the same effect to the subsequent
processes.
Figure 2.3 - AEP Production Flow
I M5a.,b
eraera
I
<j
I ll
*
I'V
ill
di d
is
6(
From the viability study, the main project features are described below:
PROJECT SCOPE
OBJECT
- Installation of new shells, roofs and baskets
- Installation of a new hydraulic systems, new electrode regulator and automation
- Substitution of the sub and superstructure of the furnace
- Installation of a new control room
GOALS
- Increase EAF production capacity from 27,500 to 30,500 ton/month
- Reduce the tap-to-tap time (TTT)
- Reduce maintenance and operational delays
- Increase operational safety
- Reduce energy, electrodes and refractory costs
- Reduce maintenance costs
PREVIOUS SITUATION
Furnace shell: the previous shell had a 4,860 mm diameter, too short in
comparison with the ladle capacity of 65 ton, generating the need of 3 or 4 charging
operations and the consequent set up times. The delays caused by overcharging (high
scrap level into the furnace) due to the reduced shell size were equal to 0.89 minutes/heat,
causing low electric power average and high refractory consumption.
Sub and superstructure: highly deformed and fragile due to the overload,
because it was operating at a taping load of 65 ton when originally projected for 40 ton.
Furnace movements: the speed of roof opening and roof elevation with the actual
equipment presented lower speed than the world standards; causing loss of production.
Table 2.1 - EAF Hydraulic Movements
Electrode elevation
Electrode lowering
Roof elevation
Roof lowering
Roof opening
Roof closing'W4-,!:•i i•i t••••• • °••''
45 (6,6m/min)38
12
10
36
27
Buckets: previous capacity was 30 cubic meters per bucket, causing higher
number of chargings.
Electrode regulator: Ferrari design, very outdated. The dynamic response did not
allow the achievement of low energy or low electrode consumption. Also, there was no
availability of spare parts.
Control room: inappropriate layout caused poor visualization for the operators,
proximity of the furnace provoked serious safety risks and electromagnetic interference,
and inadequate construction caused poor acoustic insulation and internal air
contamination.
Automation: the furnace movements were controlled by electro mechanic relays
which presented no reliability and high maintenance costs. Also, auxiliary systems were
added to the furnace without planned integration, preventing the operational optimization
of the furnace and subsystems as well as of the whole melt shop. In addition, all delays'
controls (power offs) were done manually and subjected to mistakes.
20
12
10
20
20
0
0
0
16
7
PROPOSED SITUATION
SCOPE
Furnace shell: replacement of the former ones by shells with 5,200 mm of
diameter and consequently the former roof should be replaced.
Furnace structure: redesign to adequate to the new shell capacity.
Hydraulic movements: substitution of the whole hydraulic system in order to
eliminate the time losses listed in Table 2.1 - EAF hydraulic movements
Buckets: Manufacturing of two new buckets with 51 cubic meters of capacity to
allow the reduction of the number of charges from three or four to two per heat.
Bucket transfer cars: both former cars would be refurbished with the addition of a
new weighing system in the line B.
Electrode control system: installation of an entire new one.
Control room: construction of completely new one, placed in a way to allow better
visualization and safety.
Automation: automation of the whole furnace movements and complete
integration of the furnace subsystems and production control.
Table 2.2 - Projected benefits shows the expected results from the project
implementation and will be used as guidance for the return of the investment.
- Power on
- Charging time
- Maintenance delays
-Delays from overcharging
- Tap-to-tap time
- Electrode consumption
- Energy consumption
-Refractory consumption- Maintenance costs
min
min/heat
min/heat
min/heat
kg/tonkWh/ton
kg/tonUS$/ton
9,0 (1)
6,8
0,89
86,22,8
421
4,811,6
9,0 (1)
3,0
0,8978,4
2,6410
..... . . . ...................4,410,6
4,0 (2)
2,0
0,50t-............ ..... ............. -_-70,8
2,4
395... ............ ... .......3,4
9,0
5,01,0
0,397,60,2
15
1,0
1,6
(1) Considering 3 charges of 3 minutes.
(2) Considering 2 charges of 2 minutes.
EXCLUSIONS
New scrap transfer line (structure and rails) in the "A" line
Improvements in the tapping car
Improvements in the lime addition system
Increase in capacity of the carbon injection silos
Improvements in the platform car (manipulator)
The most critical aspect of the project was the fact that the plant had only one
electric arc furnace and its stoppage could result in the interruption of the whole plant shop
production if some buffers were not created.
As the company's main customer is the automotive industry, with 80% of the
production destination, any planning mistake could cause the stoppage of whole vehicle
assembling lines of different manufacturers in Brazil.
min 48,3 46,0 43,7 2,3
Additionally, the other Gerdau steel plants are only able to produce less
sophisticated grades of steel, not being alternative suppliers to Gerdau Agos Especiais
Piratini products.
CHAPTER 3 - UNDERSTAND THE BUSINESS STRATEGY AND COMPETITIVE
ENVIRONMENT
The specialty steel business has features that make its analysis unique in
comparison with the common steel business, which represents the majority of Gerdau
Group revenues. This chapter analyzes the specialty steel business strategy according to
the Delta Model methodology1 and correlates the project goals to the company's strategy
in its competitive environment.
The Delta Model defines three distinct strategic positionings to be adopted by a
firm or business to compete in its marketplace. The possible positionings are graphically
represented by a triangle, with each corner linked to a specific strategic option and a
different approach to target the customer.
The three distinct strategic options are described below:
Best Product
Normally this option is called "classic" competition form and considers two ways of
achieving customer bonding:
- Low Cost, where the goal is to provide price advantage to the customer
- Differentiation, where specific and attractive features of the product create
customer willingness to pay a higher price.
To achieve competitive advantage from the Best Product positioning, the firm must
focus on the efficiency of its internal supply chain and product economics to beat its
competitors. The Best Product option provides weak bonding with the customer.
Total Customer Solutions
The focus of this strategy is to develop an integrated supply chain with customers
and suppliers to leverage the customer economics. The outcome of the successful
' Hax, A. C and Wilde II, D. L., The Delta Project, Palgrave 2001
adoption of this outwardly driven strategy is a stronger bonding with the customer. There
are three ways to achieve this positioning:
- Redefining Customer Experience, which provides the customer with a unique
experience through the complete life cycle or ownership of the product.
- Horizontal Breadth, where the goal is to create a set of product options which
fulfill all customer needs.
- Customer Integration, where the involvement of the firm in the customer value
chain leverages the joint capabilities and increases the switching cost for the client.
System Lock-In
This strategy presents the highest potential bonding, because its focus is on the
extended enterprise economics. The extended enterprise includes, besides the firm,
suppliers and customers, the so called "complementors". The complementors are external
or internal firms which are able to deliver services or products that enhance the value of
the company's product. There are three possible approaches to achieving System Lock-
In:
- Restricted Access, where the goal is to limit the access channel to the customer
by competitors.
- Dominant Exchange, where the company establishes an interface between
buyers and sellers, creating reinforcing loops that further increase the firm's dominance. In
this case, the customers are also complementors.
- Proprietary Standard, where the company develops a proprietary product or
service design and/or the network of product and services provided by complementors.
This adds so much value that it is virtually impossible for the customer to choose other
options.
The analysis of the specialty steel business strategic positioning, according to the Delta
Model, is described below. Additionally, the contribution of the melt shop for every
strategic positioning is explained.
Best Product
- Low Cost:
Like other steel mini mill plants, the main cost drivers in the Agos Especiais Piratini
by far are raw materials (scrap and alloys) and energy inputs (electrical energy and
chemicals). The melt shop area has the strongest contribution to the entire plant cost
composition, due to its intensive energy use and raw materials consumption. Although
Agos Especiais Piratini plant enjoys strong synergies in procurement with all of the Gerdau
Group units, the cost is not perceived as a critical competitive advantage in the specialty
steel business, because the product requirements are extremely diverse and difficult to
commoditize.
Of course, operational efficiency is a mandatory requirement for this size of
industrial units and the company has implemented varied and comprehensive programs
towards it, such as 5S, Six Sigma, TPM (Total Productive Maintenance), RCM (Reliability
Centered Maintenance), among others.
- Differentiation:
To illustrate the importance of differentiation in the specialty steel business, the
Agos Especiais Piratini plant regularly produces in its melt shop more than 300 different
grades of steel to meet the specific customer applications requirements. As most of
products are used in automobile industry applications, quality assurance and production
order tracking are considered basic requirements. The processes and/or product of the
plant are certified by international norms such as ISO (International Standards
Organization) and specific norms as QS (Quality Standards for GM, Ford and Chrysler). In
addition to processes controls, the plant performs quality inspection in 100% of the product
and the features inspected range from chemical composition and dimensional compliance
to surface and subsurface defects. The inspection is mostly automated and employs
diverse equipment, such as spectrometers, lasers, ultrasonic devices, electromagnetic
equipment and eddy current analyzers. Quality is definitely a strategic advantage and its
absence could be responsible for brand damage and immense financial losses in the case
of a "recall", for example.
Besides simply quality assurance, the compliance to environmental standards is
increasingly becoming a competitive advantage and the company is also certified in the
ISO 14000 norms.
The melt shop is responsible for the steel chemical composition and the melt shop
processes are the most energy consuming and environmentally demanding in the entire
plant.
Total Customer Solutions
- Customer Integration:
Due to the plant's make to order production strategy, customer integration is a
critical competitive requirement. The joint forecasting and planning with customers and
suppliers collaborates towards product availability and lower inventory costs. Internally, the
company must have flexible processes in order to meet the volume and product
specifications.
The customer integration positioning is also enhanced through a strong customer
support structure to leverage the capabilities of the whole supply chain. Besides the
integrated forecast and production planning, the company provides the online tracking of
production orders and their production schedules, allowing the customers to choose the
most favorable period to place their orders, to make changes in specifications or volumes
and even negotiate to change production priorities.
Although the melt shop area output presents many features of a continuous
process and the production planning aims to keep the melt shop operating continuously,
the electric arc furnace is by definition a non-continuous process. The possibility of
producing different steel grades in each heat provides flexibility, which properly fits the
"make-to-order" production strategy and thus enhances the value of joint forecast and
planning agreements. Chapter 4 provides an overview of the electric arc furnace process
steps in order to facilitate their understanding.
- Redefining Customer Experience:
The company performs the collaborative development of new products, working
closely with its actual and potential customers, towards the increase of the whole supply
chain competitiveness. The company's technical expertise helps the customers to define
the best product fit to the end users and to translate its specifications to the internal
production processes, providing a competitive advantage due to the integrated product
development approach.
Although the composition of the steel grades is well defined by international
standards, the process technologies which support their production are the drivers of
competitiveness. If the product development is conducted in a way to optimize internal
process capabilities while matching customers' needs, the result will be an enhancement
of product competitiveness.
- Horizontal Breadth:
Although for the plant as whole the diversity of products is a critical skill, the melt
shop works to meet extremely restrictive requirements related to different steel grades,
which per se assures a broad variety of product options. Again, the flexibility provided by
the non-continuous process of the electric arc furnace heavily supports the horizontal
breath strategic positioning.
System Lock-In
Restricted Access and Dominant Exchange
The two positioning options in this corner, Restricted Access and Dominant
Exchange, are attended by the company's highly developed skills in the specialty steel
business as a whole, but the influence of the melt shop processes is limited.
The footprint of the commercialization structure of Gerdau Group provides an
availability of products in a broad range of locations, including remote places. In addition
to the established distribution network, the customers can purchase products through an
innovative business-to-business system and also can choose financing options through
the company's own bank.
- Proprietary Standard:
This strategic positioning is achieved through the quality of internal processes,
which allows the plant to produce grades of steel that the competitors are not able to
produce. The Agos Especiais Piratini plant provides products with features not reachable
by the competitors, such as defect free assurance, customized sizes and properties and
even packing options. As mentioned before, the melt shop processes define the intrinsic
product features, with the electric arc furnace process responsible for some primary
metallurgical characteristics which could not be changed in the subsequent processes.
Thus, the electric arc furnace process is strongly tied to the company's Proprietary
Standard positioning due to its unique process development characteristics.
Tables 3.1 - Customer Segmentation and 3.2 - Value Proposition illustrate a
practical example of the strategic approach to target one customer tier, the Auto Parts
Manufacturers.
Table 3.1 - Customer Segmentation shows the qualitative analysis for the five
major tiers of Agos Especiais Piratini customers. The quantitative data were omitted for
confidentiality reasons.
Table 3.2 - Value Proposition illustrates the value proposition to the Tier 1
customers, the auto parts manufacturers, giving an overview about how the company
develops its strategies. Again, the qualitative data were omitted to preserve confidentiality.
The strategic option chosen by Apos Especiais Piratini is the Lock-In positioning,
but the company did not present the whole set of skills to successfully achieve this
positioning. Therefore, the company developed a Strategic Agenda to support the changes
needed to the strategic repositioning. As described in the company's strategic positioning
assessment, the melt shop played an important role in facilitating this repositioning as well
as the project of furnace capacity increase.
Table 3.1 - Customer Segmentation
Cuto e Tie Decrpto
(1)Auto parts
Manufacturers(including trucks andagricultural systems)
(2)Resellers
(3)Electric MotorsManufacturers
(4)Screw and Spring
Manufacturers
(5)Forgers
* High volume buyers, but quality is an implicitfeature (eventual recalls can lead to bankruptcy)
* Seeking for commoditized steel suppliers* Commoditized suppliers of automobile industry* "Squeezed" by the automobile industry (GM,
Volkswagen, Ford, FIAT, Renault, John Deere,Caterpillar, etc)
* Threatened by imports from Asia* Inventories management is critical, due to the
just-in-time policies of the automobile industry* Seasonality in demand* Also "squeezed" by the by the few players of the
steel industry* High infrastructure costs = High exit costs* Outstanding manufacturing capabilities
* High combined volumes, but also high diversity ofproducts
* Focus on prices* High inventories due to the products variety* Seek for selling commodities* Infidelity: buy from anybody* Occupy a niche not captured by the steel
companies, due to low volume clients
* High volumes* Developed manufacturing capabilities* Steel is not important in the final price of products
* Medium volumes* Reasonable manufacturing capabilities* Threatened by imports from East Asia* Intense rivalry within industry* Low entry/exit costs* Diverse clients, but biggest buyers are automobile
manufacturers, which also "squeeze" them* Other buyers are medium size resellers
* Low volume (5-10% of AEP production)* Seasonal Demand* Good Manufacturing Capabilities* Low scale jeopardizes competitiveness
I
Table 3.2 - Value Proposition
Buins Tie 1:At at auatrr
Products
Services
Channels
Complementors
UniqueCompetencies
Set of experiencesto the tier
Set of valuedelivery systemsneeded to providethe experiences
Valueappropriation
Products which allow to improve the efficiency of the processes,with certified quality
Consultancy to select the grade of steel in order to match theclient needs and production processes efficientization. On lineappraisal information and volume availability. Unique service ofultrasonic inspection and certification
Direct - Sales consultant and sales manager relationship- Project leaders (Product manager & engineer, top
management)Indirect - Quality Department, Management Systems Departmentand Engineering/Maintenance Department
Screw and spring manufacturersLogistics providers (transportation)Manufacturing Management and Optimization Staff andConsultanciesTechnical Schools (to provide specialized labor)Engineering and Maintenance (staff or subcontractors)
Lean Manufacturing Processes (6 Sigma, TQM, etc)Research and Development capabilitiesHighly trained consultants
Solutions for optimization of the production processes andproducts with assured quality.
Sales force (experienced & highly qualified)Customized Products to optimize production processes (pre-cut,inspection, quality certification)Research and DevelopmentQuality DepartmentManagement, Engineering and Maintenance staffValue gained by the customers:- Simplification of processes by means of customized products- Quality assurance for its customers- Lean production processes (less steps)Value gained by us:- Lock in and sales volume- Knowledge about the end users' needs- Product brand enhancementValue shared by both:- Supply chain competitiveness
CHAPTER 4 - UNDERSTAND THE TECHNOLOGY TRENDS IN THE INDUSTRY
The process technology trends are mainly obtained from the sources listed below:
- Systematic benchmarking process in the Gerdau Group industrial units, where the
search was focused on the compatibilities among equipment and processes. Although the
metallurgical processes in specialty steel plants are by far more complex than common
steel ones, in the case of the electric arc furnace the main equipment is fairly similar,
differing normally by auxiliary systems added in the case of specialty steel plants.
- State-of-the-art technologies, presented in the steel industry seminars and
congresses. The process engineers constantly participate in these events to search for
potential improvements to implement in our processes. Frequently these events trigger the
development of viability studies jointly with the engineering departments, many of them
end up in new engineering projects.
- New technologies developed by the suppliers, presented and discussed in
seminars or specific meetings with the engineering departments.
- Suppliers' technical proposals for engineering projects in course, not only limited
to a specific unit of the Gerdau Group. Commonly the evaluation of proposals includes
visits to steel plants where the technology is already been utilized or visits to the suppliers'
development laboratories. Due to the physical constraints in laboratories and the
limitations of visits to the industrial units among competitors, major suppliers arrange for
visit to steel companies making other types of products with similar equipment, in order to
provide the opportunity to assess the technologies' performance in real production
conditions.
ELECTRIC ARC FURNACE PROCESS BACKGROUND
Figure 4.1 - EAF General View, Figure 4.2 - EAF Tilting Platform and Figure 4.3 -
EAF Shell Overview provide a general overview of the electric arc furnace equipments and
parts, in order to facilitate the understanding of the electric arc furnace processes.
Figure 4.1 - EAF General View
.4- .
nFnilRTING
Figure 4.2 - EAF Tilting Platform
ARM
. .... ROOF
The basic sequence of operation consists of the following steps:
* Charging:
The objective of this step is to fill the shell with scrap and alloys in an adequate
layers' disposition and density. The scrap buckets are mounted in the scrap yard,
following a predetermined sequence of different layers. They are then transferred to
the charging line, where overhead charging cranes transport them to the furnace shell.
In order to be charged, the furnace must have its gyratory roof opened and its
electrode arms must be rotated to provide clearance for the buckets' positioning over
the shell by the cranes.
The charging operation must be performed in such a way that the furnace is
filled with enough scrap to reach its tapping capacity with the minimum number of
chargings and without excessively high level of scrap. Excessive scrap could cause,
among other things, problems closing the roof and to position the electrode arms.
The major variables which influence the charging productivity are the available
volume inside the furnace shell (see figure 4.3 - EAF Shell Overview), the "hot heel"
(melted steel inside the shell) and the speed of the roof and arms movements. It is
worth mentioning that the charging process is a batch process, repeating until the
furnace reaches its tapping capacity, defined as 65 tons for this project.
Figure 4.3 - EAF Shell
WATER-COOLED
JRNER
* Melting
The aim of the melting process is to melt the scrap and alloys inside the
furnace shell in a homogeneous manner with minimum energy consumption (see
Figure 4.1).
After being filled with scrap, the furnace roof rotates back to close the top of the
shell, as well as the whole set of three single-phase electrode columns (gantry). Then
the electrodes' columns are lowered to guide the electrodes through the three-holed
roof centerpiece towards the scrap to initiate the melting process. Basically, the electric
arc furnace process employs both electrical and chemical energy, with the electrical
energy provided by the furnace transformer and the chemical energy by a dedicated
utility system with oxygen and natural gas pipes. We considered here only external
energy inputs, disregarding any energy generated by the exothermic internal reactions
during the melting process. Figure 4.4 - EAF Energy Profile exemplifies a typical power
profile for an entire heat in an electric arc furnace, showing the different amounts of
each energy input per process step.
Figure 4.4 - EAF Energy Profile
TAP TO TAP 51 MIN
ELECTRIC ENERGY (390 kWh/t)100
80
60
40
20
030
Time (minutes)50
OXYGEN INJECTION (39,9 Nm3/t) Nat. gas (4,0 Nm3lt)
CARBON INJECTION (15,0 kg/t)
During the melting phase, the efficiency of energy transfer to the scrap will
determine the equipment's performance, dictating the melting times and energy
consumption. The electrode regulation system controls the electrical energy transfer
through the adequate electrode positioning and the burners' control system handles
the chemical energy transfer through the oxygen and natural gas valves modulation.
The main influencing variables in this process step are the efficiency of the
energy transfer to the scrap, which will result in melting homogeneity, and available
volume inside the shell for the subsequent chargings. The system of electrode
regulation plays a fundamental role in this step, adjusting the electric arc length to the
different conditions of the scrap inside the furnace shell. As the electrode regulation
system, the transfer of the burners' power should be maximized by modulation in a
way that prevents dangerous ricochets and splashes generated by scrap with different
densities.
* Refining
The aim of the refining step is to adjust the chemical composition and the liquid
steel temperature to match the tapping requirements.
Although the energy transfer continues at this process phase, now most of the
scrap inside the furnace is already melted and the chemical energy external input is
highly reduced due to the loss of transfer efficiency and to avoid "splashing".
The exothermic reactions inside the furnace become more important, mainly for
the metallurgical point-of-view. The carbon and alloys injection and the measurement
of the steel quality parameters are the major control variables. Close to the end of the
refining steep, the furnace tilting platform (see Figure 4.2) tilts towards to the opened
slag door in order to remove the contaminants trapped in the steel slag through
metallurgical processes.
* Tapping
Once chemical composition and temperature are reached, the last step of the
process, called tapping, can initiate. Although this appears to be the simple act of
pouring liquid steel into a refractory coated ladle, the tapping step is critical to the
whole electric arc furnace process. In order to tap the liquid steel, the furnace platform
tilts towards the ladle (or tapping) side and the tapping hole is opened (see Figures 4.3
and 4.1). The rate of steel tapping is controlled by the inclination of the tilting platform
and the quality of the steel is strongly affected by this control loop. The feed back loop
in this case is the measure of the weight of steel inside the ladle. The variable ladle
temperature, controlled by external pre-heaters, is also important, but the preheating
step was not included in the scope of this project.
The technology trends analysis will cover the major design groups affected by the
project:
* Construction and Layout
* Equipment
* Mechanics
* Power and Automation
* Maintenance
* Operation
The project followed some general guidelines, generated by previous strategic
decisions of the company. By the time of the project, the company was developing a
strategic plan for the whole specialty steel business and was still performing the analysis
of the medium term scenario due to the recent market dynamics. Besides investing in a
complete revamp of Gerdau Agos Especiais Piratini plants, there were the options of
building another specialty steel plant in the center of Brazil or of buying specialty steel
plants in Europe or North America.
The strategic guideline for the project was that the increase of the melt shop
capacity at that time should be provided by electric arc furnace investment, because other
major possibilities of production increase in the Gerdau Agos Especiais Piratini plant
implied in a significant revamp of the melt shop.
The most critical change for capacity improvement that would trigger the complete
change in the entire melt shop equipment is the ladle capacity augment. Looking at Figure
2.3 - AEP Production Flow, we can observe that the ladle receives liquid steel from the
electric arc furnace, being then transported to the ladle furnace, vacuum degasser and
continuous casting turret or ingot area. During the last years, the ladle capacity was being
increased until the limit where the next step should be its radius increase. Any significant
increase in ladle radius would cause a change in the upstream equipment, including the
overhead cranes which transport the ladles, the ladle pre heaters, the refractory repair and
mounting station and the design of refractory pieces.
The technology trends analysis covers the usual design groups in which the
engineering projects are divided and also considers the impact of the respective
constraints.
CONSTRUCTION AND LAYOUT
The detailed layout decisions are discussed in Chapter 6, but the set of alternatives
were heavily constrained by the existing installations. Figure 4.1 - EAF General View
shows an overview of the whole equipment, developed jointly with one potential supplier,
to ease the comprehension. The main constraints to the construction work and layout
decisions are described below:
* Foundations
The reuse of the actual foundations was one of the major constraints to the civil
works. It meant that the weight of the new set of equipment should not be increased
significantly.
* Existing electric power installations
In addition to the foundations, the electrical feeding system (transformer, high
current bars and flexible cables) would be kept the same in the new project.
* Auxiliary Systems
Similarly, the existing auxiliary systems such as dedusting, carbon injection and
measurement systems had their locations kept basically the same in the new project.
The construction of a totally new control room, as described in the scope of the
project, targeted two major goals:
- Provide a safer environment for the operators, as well as improving cleanliness,
acoustic insulation, space availability and furnace visualization.
- Create an alternative to reduce the downtime in the start up phase, since all
construction services related to the control room could be initiated in advance.
The new control room presented an opportunity to apply new technologies to the
electric arc furnace process related to the control room insulation. Although originally the
construction of the new control room focused on sound insulation, we realized that the
vibration was also significant. Specialized companies were hired to define the best
alternatives for the new control room in order to meet the project objectives. As the control
room insulation knowledge is not directly related to the process technology, the subject will
not be discussed in this chapter.
Additionally, as there were no significant new technologies in civil works related to
the electric arc furnace processes, the only improvements adopted were the use of
concrete cure accelerators or pre-molded reinforced concrete profiles in the new
installations.
EQUIPMENT
As described before, the electric arc furnace is result of an aggregation of
equipment and the major ones are described below:
* Shell
The most successful constructive design of shells for electric arc furnaces
consists of an upper shell with water cooled panels and a lower shell internally coated
with refractory material. In the case of our project, to allow the complete replacement of
the upper shell for maintenance reasons, it was designed in two separate parts (split
type).
The technology challenges related to equipment encountered were:
- Using the same shell for the production of stainless steel and other steel
grades:
The conventional strategy for stainless steel production at that time was
the use of a dedicated spout tapping type shell, This kind of shell allows higher
tapping inclinations, reaching up to 45 0, and the consequent better slag and
hot heel control. The Gerdau Agos Especiais Piratini plant was already using
this technology for the stainless steel production and could verify its
effectiveness in the quality of the stainless steel and high alloy grades
produced. The spout-type is not normally used to produce non-stainless grades
of steel because it is not as efficient as the EBT (eccentric bottom tapping) -
types and because of the refractory contamination caused by the alloys used in
the stainless steel production and its quality risk for other steel grades. Before
the project, the plant was utilizing three different shells: one spout-type for
stainless and high alloy steel grades and two EBT-type shells for the other steel
grades production. The EBT-type shell operates with reduced tapping
inclinations, up to 15 o, due to the bottom tapping hole and valve design. The
use of only one type of shell could bring the benefits of productivity and
maintenance simplicity, but could significantly risk the compliance to product
chemical composition and also lead to operational complexities.
- Use of partial steel I partial copper water cooled panels in the upper shell:
The use of copper instead of steel in the upper shell panels is becoming
more and more popular. The reliable steel panels have reduced heat exchange
gradient when compared to copper, limiting the specific power and specific
production per shell volume. The competitive UHP (Ultra High Power) furnaces,
with their high power densities, are migrating to the use of copper panels and
thus avoiding the risks of high temperature operation points in the water cooled
panels. The downside of the copper panels' utilization is their cost and
maintenance requirements. As water cooled panels may be damaged during
the normal operation of the furnace, there is a need for a higher level of
maintenance for the copper panels (skilled welders and higher spare parts
inventory). Above all production issues, safety is the main concern: leakage
from water cooled panels is already a major cause of serious accidents in melt
shops around the world. Undoubtedly there was a need for the higher power
density possible in the new furnace due to the layout constraints, but the
extremely variable range of scrap used was another major concern because
the associated potential panel damage. The partial steel (top), partial copper
(bottom) panels would provide a solution that minimizes the safety risks and
improves the heath removal.
- Choice between "panel-cooled" or "spray-cooled" furnace roofs:
The spray-cooled roof is being utilized in the former electric arc furnace,
due to its reliability and low safety risks. This type of roof does not employ
pressurized pipes to cool it down, but instead uses internal water sprinklers,
and the heat removal process is performed by changing water's physical state
(from liquid to steam). The spray-roof design is more recent and complex than
the traditional water-cooled panels design. The major advantage of the first one
is the possibility of operation even with leakages, because the low water
pressure prevents the leakage of large amounts of water and allows the
postponement of maintenance interventions to more favorable periods. In this
case, the water that leaks is far less dangerous, because the water evaporates
before being trapped into the hot steel. The disadvantages are high frequency
of maintenance interventions and system complexity. In the case of water
cooled panel roof, although presenting simpler design and comparatively
reduced maintenance interventions, even small leakages could stop the
furnace due to the risk of panel explosion. Besides the simplicity of
construction, this kind of roof design allows the operation with higher power
densities, an extremely desirable feature in the project.
MECHANICS
In order to increase operational flexibility and consequently reduce operational
delays, some of the most competitive electric arc furnaces were adopting design which
allowed independent mechanical operation among the electrode columns and roof arm.
Figure 4.5 - EAF Opening Movements shows a furnace view where we can see the main
parts involved in these operations: the swinging turret, the roof and roof arm, and the
electrode columns. Basically the proposed design permits the choice of coupling the roof
to the turret rotating and lifting movement, enabling the furnace to remain covered by the
roof when the electrodes are rotated. The major operational advantage is the possibility of
electrode length adjustment or replacement with the roof closed, enabling the cleaning
routines in the furnace roof to happen simultaneously. Also, the roof provides the furnace
with thermal insulation from the external environment, allowing energy savings, pollution
reduction and diminishes the molten steel oxidation.
The new design has clear advantages over the traditional joint movement design,
but increases the mechanical complexity of the system, as well as the safety risks related
to incorrect operations. The simultaneous operations involve auxiliary equipments to
perform the activities, such as cranes, which are intrinsically dangerous for people in the
furnace platform and increase the need of coordination.
Additionally, as the evolution of the electrode regulators is pointing to higher
hydraulic operation pressures to allow higher response speeds, and the best performing
systems are operating at pressures around 150 kgf/cm2, then this level of pressure was
considered a natural choice for the new system. Although it is not uncommon to find
industrial equipment operating at this pressure, the choice required unusual design
requirements for the installation projects and assembling due to the aggressive
environmental conditions in the furnace surroundings.
Figure 4.5 - EAF Opening Movements
F=S
POWER & AUTOMATION
As described in the project scope, there was a need for integration among various
different automation systems at various different levels, due to the existence of systems
and equipment from different suppliers using different proprietary protocols.
The project presented challenges which required the joint development of an
integrative solution among suppliers not accustomed to doing it. Figure 4.6 - Process
Automation Layout illustrates the proposed configuration of the whole electric arc furnace
automation system.
Figure 4.6 - Process Automation Layout
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In order to achieve high productivity levels at extremely variable operational
conditions, integration between the electrode regulation system and the electric arc
furnace production planning system was necessary. Normally, advanced electrode
regulators could operate with limited integration to supervisory systems, basically
exchanging standardized recipes' information. But the dynamic of the Agos Especiais
Piratini melt shop production processes provoked the need for a fully integrated
automation configuration, allowing the alternatives of dynamic heat rescheduling and
optimization and even manual operation on some occasions.
Besides the dynamic heat rescheduling and optimization, the fully integrated
automation system could allow the implementation of a state-of-the-art control algorithm,
called "foaming slag control". This control algorithm was under development by one of the
suppliers at the time of the project implementation and aimed at energy and electrode
consumption savings through the control of the level of foaming slag in the refining,
modulating the carbon injection rate during this process step. Although a strong theoretical
basis supported the development of this control system, there was no record of successful
implementation. Also, as the system affects the liquid steel carbon content, it could risk
product quality and would demand new operational routines from the operators or higher
levels of automation control loops.
Although challenging, the automation could play a fundamental role in the expected
return of the investment, through the simplification and flexibility of the future furnace
operation.
MAINTENANCE
The project demanded a complete revision of the maintenance strategy in the melt
shop. Due to the changes described in the items Equipment, Mechanics and Power &
Automation, there was a strong need for skills development in the maintenance teams. For
example, some of the new skills which would be necessary were:
- Specialized copper welders;
- Automation maintainers with an understanding of the new automation systems
and tools;
- Mechanics able to work with stricter requirements related to hydraulic
installations, etc;
Besides working towards the team qualification, other aspects of the maintenance
strategies should be considered:
- Thorough spare parts inventory evaluation, including compatibility with existing
spare parts or suppliers' products;
- Redefinition of the maintenance schedules and resources, due to the change in
the melt shop scheduling;
Due to the electric arc furnace dynamics, the maintenance teams need to have a
close interaction with the operational routines. They are critical players as trainers of the
operational teams and contribute to the successful ramp up of the system.
OPERATION
Although the furnace operators were experienced in electric arc furnace processes,
the dynamic of the new equipment required new understanding. The whole man-machine
automation interface would be changed in order to make the learning curve steeper, but its
fundamental concepts would be new for the operators and could surely affect the ramp up
of the system and steady state performance.
SUMMARY
The search for new technologies resulted in many different options and choices,
each of them implying a specific trade-off to be evaluated by the company. The
technologies applied in electric arc furnaces are far from being standardized among the
steel plants and there are innumerous cases of big failures in accomplishment of goals
due to the applicability deficiencies. Although the technologic concepts are theoretically
clear, the replication of results obtained in laboratories, simulations and even in some
practical applications in steel plants, is not guaranteed. Additionally, delays in reaching the
targeted performance could jeopardize the whole investment implementation and expected
returns.
CHAPTER 5 - UNDERSTAND THE INTERNAL CAPABILITIES OF THE COMPANY
Specialty steel manufacturing has unique requirements related to its production,
which the company has to consider when implementing new processes through
engineering investments.
The assessment of Aos Especiais Piratini plant capabilities applies the Porter Five
Forces model2 as guidance and only the major aspects involved are considered. The
evaluation was performed at company level and at melt shop level, where the capabilities
include the electric arc furnace process.
INDUSTRY LEVEL (Specialty Steel Plants)
Projects implementation management:
The Agos Especiais Piratini engineering department has a solid record of
successful project implementations, and is involved in a series of major investments in the
plant's modernization.
The plant was initially owned by the state government and was acquired by the
Gerdau Group in 1992. Since then, there has been a massive flow of investments to
transform the plant into a competitive industrial unit through the most advanced
technologies implementation. To illustrate, the amount of investment managed by the
engineering department between 1992 and 2003, when the electric arc furnace project
was implemented, reached more than 200 million dollars. The teams of project
coordinators, designers and supporting staff were composed of experienced people which
had being working for decades in the plant (some of them participated in the plant's
startup), mixed with new employees brought by Gerdau Group after the plant's acquisition
in 1992. The Gerdau Group, through its engineering committee, had been utilizing a
comprehensive investment management system as shown in the Figure 2.2 - Investment
2 Porter, M. E., Competitive Strategy, New York Free Press 1980
Implementation Flow, assuring method and consistency in the best practices application.
As described in Figure 2.2, the quality of each investment is assessed through the
evaluation of the benefits generation in comparison to the investment goals and through a
detailed evaluation of the process of the implementation. In both cases, the Agos
Especiais Piratini plant has been demonstrating outstanding results in comparison to its
benchmarks in the steel industry for new process technologies development. Focusing on
the melt shop production area, the Agos Especiais Piratini plant was the first steel plant in
Latin America to employ the continuous casting process to produce specialty steel grades,
playing frequently the role of the innovator in new process technologies implementation.
Technical Expertise
The most critical core capabilities in steel plants are related to the melt shop
processes, where their development plays a fundamental role in the company
competitiveness. In the case of electric arc furnaces, the main equipment utilized in steel
production are very similar to those employed to produce common steel grades, but the
technical expertise and process controls in a specialty steel arc furnace are by far more
important.
As specialty steel grades present a great deal of diversity and strict targets of
chemical composition, the metallurgic processes, as well as the process controls, must be
extremely well developed and clearly defined to meet the product tolerance ranges. The R
& D department and the team of process engineers are renowned for their
accomplishments in specialty steel products development, with these capabilities
considered some of the most important assets of the company.
New Process Technologies Implementation
Although considered a strategic capability by the company, excellence in the
production process still remains a desired skill. Mainly in the melt shop area, deviations
penalize heavily the yield of the production processes and consequently the production
costs. The electric arc furnace has a considerable impact on whether the chemical
composition requirements can be met.
The plant already implemented strict quality control programs such as TQC (Total
Quality Control) and Six Sigma, but the overload of controls and process samples
frequently overwhelms the operators, causing rework or generating process waste (scrap).
SUPPLIERS LEVEL
Suppliers of equipments
Due to the scope of the project, only established world class suppliers could be
considered in the proposals evaluation. At that time, the Gerdau Group as a whole had
considerable leverage even with these major suppliers of steel manufacturing equipment,
because it was investing heavily in the upgrade of existing plants as well as the
construction of a completely new steel plant. The leverage in this case considerably
affected the dimensions of cost, quality and availability of equipment/systems.
Each major supplier developed some equipment and process specificities which
normally are considered proprietary technology. In the case of process technologies,
usually the suppliers provide the clients with basic process operation technology and
develop jointly with the customers an optimized variation tailored to the client specific
needs and constraints. During this phase of development, there is a constant flow of
information which must be tightly controlled, because important process knowledge could
end up being used by competitors who acquire equipment from the same suppliers.
Suppliers of Process Technologies
Process technology development was supported by partnerships with the local
university. The plant has a long term relationship with this well regarded institution, which
provides the company with qualified metallurgical engineers and important research
programs.
SUBSTITUTES, NEW ENTRANTS AND CLIENTS LEVEL
As the project involved an internal change in the plant's melt shop, these three
forces were analyzed adopting an integrated approach:
Substitutes and New Entrants:
The product from an electric arc furnace to the subsequent processes is liquid steel
with specific temperature, homogeneity and chemical composition and has no viable
substitution options in the case of the Agos Especiais Piratini plant
Clients:
The sole client of the electric arc furnace, as shown in Figure 2.3 - AEP Production
Flow, is the ladle furnace. The process phase in the ladle furnace is called secondary
metallurgy and it has well defined requirements related to the electric arc fumrnace.
CHAPTER 6 - IDENTIFICATION AND ASSESSMENT OF PROCESS TECHNOLOGY
INVESTMENT ALTERNATIVES
PRODUCT PROCESS MATRIX
This chapter begins the assessment of process technology alternatives through the
Product-Process Matrix tool, in order to evaluate the matching between the process
technology choices made in the project and the product needs. The different process
features are analyzed below to provide a framework to facilitate the process technology
decisions' analysis.
Equipment
The entire electric arc furnace process cycle is called a "heat" and, to exemplify,
5674 heats were produced by the existing equipment during one year prior to the project
implementation. Roughly 5% of that amount was employed in the production of high alloy
and stainless steel grades utilizing the spout-type shell and the remaining production was
obtained from the EBT-type shell.
The set of main equipment employed in the electric arc furnace process could be
considered as general purpose equipment for steel industry, with auxiliary equipment
added to the main equipment to provide process flexibility to match the product needs.
Due to the main equipment's size, cost and complexity, normally few of them are found in
each industrial plant. As the amount of equipment is strongly related to production
capacity, usually specialty steel plants have less main equipment than common steel
plants, although having more auxiliary ones because of process requirements.
As mentioned before, the electric arc furnace process needs to be flexible enough
to accommodate 300 different grades of steel and to meet their strict quality requirements.
The production of this broad range of steel grades with mostly general purpose equipment
presents efficiency disadvantages, described previously in Chapter 4.
The production planning usually follows a sequence related to steel grade families,
which are grouped due to their raw materials' needs and refractory contamination
constraints. The steel families' grouping dictates the use of auxiliary equipment in the
process and ultimately dictates the production cycle of the whole melt shop.
Operation and Maintenance
The electric arc furnace process requires teams with broad skills to perform the
tasks, but the all operators must have a solid background in the metallurgic field. Due to
the dynamics of the process, the operators must be able to perform adjustments according
to the result of each process step. Normally less experienced operators execute activities
such as physical inspections, cleaning, small repairs and process sampling at the shop
floor level (furnace platform and auxiliary equipments). As long as the operators acquire
experience, they are moved from the shop floor to perform more complex tasks related to
the process's overall operation, such materials and heats planning, quality control activities
and operational routines. These activities are executed at the control room level and
involve a high level of interaction with the automation systems and demand a higher level
of equipment knowledge in order to facilitate the equipment's troubleshooting.
The maintenance teams follow the same pattern, with less experienced personnel
in charge of the inspection and repairing of field instrumentation and less complex
equipment. The personnel who are based at the control room must possess a deep
knowledge about information and automation systems and additionally must understand
the metallurgical processes involved in order to interact with the operators for preventive
and corrective maintenance activities.
Finally, activities related to planned operational or maintenance stoppages also
involve additional teams, less skilled in the case of operational tasks, and very specialized
in the case of maintenance tasks. The plant has a supporting structure to provide the melt
shop with these labor needs.
Information Requirements
The process management requires information on production planning, tracking
and scheduling. This set of information includes the on line production tracking of the
whole melt shop, as well as quality results from process samples, which are sent to the
laboratory to define process adjustment needs. At the process operation level, the
information requirements are related to cold charging (raw materials) specifications,
calculated from the product specifications, and raw materials inventory.
Figure 4.6 - Automation Systems Layout illustrates the integration needed among
diverse information technology systems to manage, operate and control the electric arc
furnace process.
It is worth mentioning that, in case of specialty steel plants, there is a trade-off
between flexibility and productivity of the electric arc furnace. The utilization of different
alloys and cold charging standards (combination of steel scrap, pig iron, lime, etc) to
produce a broad range of steel grades leads to contamination of the shell refractory
coating. For example, the production of high alloy or stainless steel grades strongly limits
the subsequent scheduling of low alloy steel grades, due to the quality problems
generated by the refractory contamination. There are two different approaches to dealing
with these constraints:
- Changing of the upper and lower shells. The result is production stoppages due to
the need for disassembling and assembling heavy equipment and consequent "cold"
restarts.
- Scheduling the production of steel grades according to their tolerance to
refractory contamination and the refractory decontamination rate. It is a complex planning
task which avoids "cold" restarts, but could introduce serious production constraints.
Inventory
The basic inputs for the electric arc furnace process are energy, raw materials,
sampling and refractory materials. All of them could be considered work-in-process
inventories along with furnace output (liquid steel)..
Costs
As opposed to common steel plants, where fixed costs account for a significant
part of total costs, the costs of the electric arc process in a specialty steel plant are largely
variable. In the case of Agos Especiais Piratini plant the fixed costs accounted for less
than one third of the variable costs at the time of the project implementation (23% and
77% of the total costs, respectively), a consequence of the products' high aggregate value.
Job or Part Costing
The costing of products was determined for each steel family. The steel grades
with similar chemical composition (families) are produced in campaigns, employing
approximately the same raw materials and energy inputs, and their costs are calculated by
batch (campaign). Because of the demand seasonality in the specialty steel business
and/or big melt shop planned stoppages, costing can be strongly affected by capacity
utilization. When implementing engineering projects, the company also considered the
impact of the related equipment stoppages on financial performance.
Manufacturing Process Summary
The electric arc furnace process presents characteristics which are a mix of job
shop and batch models.
Trends for the specialty business at the time of the project suggested that the
requirement would be more appropriate for job shop manufacturing process. As long as
the Gerdau Group units continued to consolidate operation, the Agos Especiais Piratini
plant would focus on a broader variety of products. Although it was considered a natural
shift supported by the plant capabilities and could generate opportunities related to product
decommoditization, the pace of this change would not significantly affect the production
mix, at least in a medium term scenario.
The considerations about product maturity revealed that the Agos Especiais Piratini
plant held an established brand reputation and the future growth in market share would
mostly be limited by plant capacity constraints.
ROLE OF AUTOMATION
Process automation plays a critical role in the electric arc furnace and its evaluation
considers four major issues: business, operation, social/politic and regulatory issues3.
Business Issues
The company's strategic positioning pushed the process automation to a state-of-
the-art level. The capability of providing the customers with a broad range of differentiated
products, with quality assurance and rastreability, needed to be supported by a
comprehensive automation system. The plant had achieved a brand reputation related to
quality, which provided it with a competitive advantage over the competitors, and the
enhancement of this skill was considered indispensable. As discussed previously in this
chapter, the information requirements and process flexibility demanded an individualized
treatment for each heat processed in the furnace, which is difficult to achieve without a
high level of automation.
Although the labor costs in the furnace process accounted for less than 2% of the
total costs, the company prioritizes safety as the first goal, and this policy is an important
guideline for processes automation. The general definition was to reduce to the minimum
the level of manual interference in the furnace process. At the time of the project, the most
3 Goldberg, Jeffrey M., "Process automation in the biopharmaceutical industry: a critical discussionof decision making and implementation", MIT Thesis, 2001
advanced automation technologies could eliminate a broad range of manual operations,
limiting them to indispensable sampling and inspection tasks, under safe and controlled
environment.
Additionally, as the plant melt shop was operating at maximum capacity, the
furnace process implementation and ramp up was critical to product availability and market
share.
Operational Issues
On the operational level, the automation should provide product flexibility with
repeatability, reducing the dependence of product quality on human decisions. Also, the
automation system should provide the operators and process engineers with process data
to improve their knowledge about the furnace process and the impact of their decisions in
the whole melt shop operation. The process data should support the increase in processes
yield and allow new product development with reliability and accuracy. Finally, as
production increase was the major goal of the project, the automation system should
improve the capacity of the operational and maintenance teams to troubleshoot the
equipment through a broad and detailed monitoring system.
Social and Political Issues
As the melt shop is the main area of a steel plant and it is treated as such, the "cool
tech" factor presented some attractiveness for the team involved in the project
implementation. Also, the company's "engineering" culture always provided the melt shop
with investments in new technologies to keep it among the most modern in the world. So
the furnace operators and maintainers became used to new technologies implementations
and the learning processes associated, and the engineering department was
knowledgeable about the automation newest trends.
Unlike the case of many other projects, the main goal of this one was not related to
cost savings, and the operation and maintenance teams did not perceive job security as
major concern. The previous equipment was already heavily automated, but the lack of
integration among the different automation systems caused an unnecessary degree of
operational complexity. So, the teams were expecting operational simplifications, although
they were aware of the fact that new skills would have to be developed in order to perform
their jobs accordingly.
Additionally, the company used the project as an opportunity to develop the team
skills, providing them with a comprehensive training program, including visits to suppliers'
installations and steel plants inside and outside Brazil. The result was that all the teams
could contribute to the decision making process.
Regulatory Issues
The major regulatory issue in this project was related to environmental aspects of
the electric arc furnace process. The Apos Especiais Piratini plant decided to be certified in
the ISO 14000 Norms and the electric arc furnace would be a critical process in the
compliance to these international standards. Although the melt shop had its dedusting
system for atmospheric emissions control already installed in the previous furnace, the
challenge for the project would be how to operate the new furnace under stricter
atmospheric emission constraints without loosing process efficiency. Formerly, the
dedusting system operated with limited integration to the electric arc furnace, but in the
new equipment the automation should optimize process efficiency and atmospheric
emissions control.
EXPERIENCE CURVE
Although the Experience Curve tool was not utilized to help in process technology
decisions in this project, its application would have been helpful due to the strong
correlation with the project results. The Experience Curve was demonstrated to be a useful
tool for understanding and estimating the behavior of this and future project
implementations.
In order to perform Experience Curve simulations, certain premises were adopted:
- The marginal costs used to calculate the production cost for the first unit
produced, measured in US$1t of steel, was assumed equal to the marginal averaged costs
in the first month after the project startup in order to make the comparison of the learning
patterns between the theoretical and the real cost curves.
- According to the Boston Consulting Group4, cost reduction between 20% to 30%
at each doubling of produced volume represents actual learning in typical manufacturing
environments.
Observations and Conclusions
Figure 6.1 - Experience Curve shows the results of one simulation, employing a
rate of learning of 1.07, and the real behavior of the unit production cost after the project
implementation.
4 Henderson, B. D., "The Experience Curve", Boston Consulting Group Inc., 1973,www.bcg.com/this is bcq/mission/experience curve.html
Figure 6.1 - Experience Curve
Experience Curve4 0'U'•I eU
- 110oC 100
S 9024080
.O 70,9
"o 60o0I. 50
nO
Accumulated Production (t)
Average Marginal Cost Experience Curve (r=1.07)
This simulation was close to the real process behavior and utilized the rate of
learning equal to 1.07, which means that the process would achieve 7% of cost reduction
with each doubling of volume. This rate of learning is sensibly lower than the usual values
experienced by the Boston Consulting Group and this result could be attributed to some
causes such as:
- The electric arc furnace process already presented high level of maturity at the
start up of this project and the assumption of no accumulated production at the start up
could not be valid. The project features reinforce this hypothesis, because the electric arc
furnace process did not change profoundly with the change of the furnace, which remained
basically the same. Most of the auxiliary equipment and the operation and maintenance
teams remained unaltered and the process management, operation and equipment
operation routines did not change significantly.
- The utilization rate heavily affects the production costs, determining the degree of
the furnace "hot" operation. As long as the furnace is kept running, the furnace shell's
thermal inertia helps the step of melting the next cold chargings. Additionally, for a limited
amount of time, some amount of liquid steel can be maintained inside the furnace shell
after the tapping steps. This operational practice is called "hot heel" and considerably
assists the melting steps of the next heats. Once the furnace is stopped for some amount
of time, the furnace must be emptied to avoid the solidification of the former "hot heel"
inside the furnace shell, reducing the energetic efficiency and process yield and increasing
the time of processing the new heats.
When the production costs were analyzed for the simulation, some potential
explanations were observed:
- The Brazilian currency suffered a considerable appreciation (7.5 %) compared to
the U.S. currency. As steel is considered a commodity and it is traded in international
markets, the U.S. dollar is the standard currency to measure costs in steel industry.
- Depending on the market where the furnace process inputs are traded, their costs
could present high variability and could affect heavily the product costs. For example, the
electric energy is the most expensive energy input in the furnace process (representing
more than 40% of the total cost) and it price increased by 20%, measured in the Brazilian
currency, in the year of 2004 (after the project start up).
- Finally, the main project goal was to increase the furnace production and the
resources were focused on the reduction of processing time, reduction of delays and
increases in the process yield through quality control improvements, with cost reduction
considered a marginal benefit.
PROCESS TECHNOLOGY DECISIONS
The major process technology decisions made in this project were evaluated
through the framework developed and shown in the Table 6.1 - Assessment of Process
Technology Choices (next page).
The framework was developed in order to explicate the relationship between the
process technology chosen and the dimensions of competitiveness affected by the
company's strategic positioning, in order to align project definitions with the company's
strategy.
As detailed in the Chapter 3, the Delta Model methodology describes eight possible
strategic positions to be targeted by the company. Once the targeted strategic positioning
is defined, the plans of future actions must be focused on the reinforcement of the
strategic positioning, including the development of skills towards it.
Each strategic position should have its evaluation metrics, with these metrics
grouped in the framework under five major dimensions:
- Cost
- Quality
- Availability
- Social/Politic
- Regulatory
Table 6.1 - Assessment of Process Technology Choices
DIMENSIONS
GTECHNOLOGY RISKS I TRADEOFFS - DEFINITIONS AND ACTIONS
0UP
Qu0wiemsduebtoe~racby d pmckw*#edgeab ycoitmol,contanienaon,opraecomnputfo mnprmneonowioducionu ymwithconskirscontamination
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producion stegy hnsandhaystedes
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T"he =abeneonmena cdol lewonenialardsyta eragenyaand
Dedtsn ys*m Cfl reguMM aspects dema•ids a derent dr the compeiase W de k ssOategyadpocessoperWonsftregyandmcrease operMaIbna bpuneters toc eenmenli standerds.
ecosts.p_ _ __ _ __ _
LEGEND: ACTIONS TO ENJOY THE TECHNOLOGY BENEFITS, TO EULIMINATE OR TOMITIGATE RISKS AND TRADE OFFS
NEED OF STRATEGIC-LEVEL DEFINITIONS/ACTIONSNEEDOF TACTICAL-LEVEL DEFINITIONS/ACTIONSNEED OF OPERATIONAL-LEVEL DEFINITIONS/ACTIONSNO INFLUENCE
The framework also identifies the relationship between each technological decision and
potential risks and/or associated tradeoffs, in order to force the definition of
countermeasures aligned to the elimination or mitigation of these risks and/or tradeoffs.
The last column is dedicated to the countermeasures definition, to be included in
the project, according to the risks and/or tradeoffs uncovered and according to the
hierarchical level of the decisions and actions.
The framework includes the following steps:
1) List in first (column "Group") and second (column "Technology") columns
the engineering design group and the technology trends considered
available for the project.
2) According to the technologies assessment performed in Chapter 4, define
the potential risks or tradeoffs related to each process technology
evaluated. Additionally, assess the fit of each technology to the process
needs utilizing the Product Process Matrix and the Learning Curve.
3) Consider the impact of each process technology on the company's strategic
positioning and the hierarchy of decisions and actions needed to: enjoy
all potential benefits of the new technology, eliminate or at least mitigate
its risks and tradeoffs. It is worth mentioning that the implementation of
process technologies which have no positive impact on the company's
strategic positioning, or conducts risks impossible to eliminate or to
mitigate, should be discouraged.
4) Assign the respective definitions and actions to the aspects considered in
item 3), according to their hierarchical level. These definitions and
actions should appear as project tasks during its implementation.
SUMMARY OF THE CHAPTER
The framework developed to assess the process technology decisions unify the
results of the technology trends assessment performed in Chapter 4 and 6, the company's
strategic positioning defined in Chapter 3 and the company's capabilities assessment
performed in Chapter 5 to define a set of actions which promote the achievement of all
potential benefits from the process technologies adopted, and eliminate, or at least
mitigate, the risks involved.
The results of the framework should be included in the project implementation plan
and will be used to evaluate to what degree the company's project implementation
practices comply with these results.
CHAPTER 7 - DEVELOP AN IMPLEMENTATION PLAN AND IMPLEMENT
The Project Management Institute (PMI) methodology, adopted by the Agos
Especiais Piratini plant engineering department for project implementations, is a
comprehensive project management system. The PMI methodology was conceived to
assure reliability on goals achievement not only in engineering projects, but considers the
term project in a broader sense.
The methodology considers eight major steps in the management of a project and
each managerial step was detailed in such a way to provide a check list for the project
managers. The major aspects of the methodology's eight steps are detailed below and all
of them must be agreed upon by the teams participating in the project (engineering,
operations, maintenance, safety and environmental).
The system does not limit the execution of tasks from different steps at the same
time if there are no other limits (physical interference, for example), with the exceptions of
the Step 0 - Conception and Step 7 - Conclusion.
Step 0 - Conception
This step basically validates the viability study which generated the project and
formalizes the official start of the project to the involved teams. The conception step also
includes in its scope a broader range of potential interferences with its performance, such
as:
- Changes in actual equipment or systems, or even backlogs left by previous
projects;
- Interferences in actual equipment and installations or in other engineering
projects' scope in the same area;
- Interference in operational or maintenance tasks or opportunities of improvement
in these tasks' performance;
- Definition of the implementation schedule according to the client area needs,
start-up and ramp-up curves and metrics for performance evaluation;
- Safety: emergency plan definition, risks assessment and insurance needs,
licensing needs and compliance to safety regulatory aspects;
- Environment: licensing requirements, generation, recycling and disposition of sub-
products in compliance to environmental laws, easy inspection access for internal or
external audits, environmental risk assessment and emergency plans.
Once the scope, budget and start-up date are defined and recorded, the projects'
management software "freezes" the information, asking for approval from superior
instances in case of any deviation. Overrun in the budget items, startup date, or increase
in scope are considered deviations.
Step I - Detailing
This step works with the project documentation. Its final deliverable for certification
includes the detailed design and the definition of the operational, maintenance, safety and
environmental standards.
The main items considered in the check list are:
- Update of the design documentation, according to international and internal
standards;
- Appropriateness of information from the automation systems;
- Adequacy of the equipment design for maintenance, considering accessibility and
availability of national parts suppliers;
- Definition of spare parts, their compatibility to the actual spare parts inventory and
storage requirements;
- Training plan to the achievement of desired skills for operation and maintenance
teams;
- Needs of specific operational and maintenance techniques or tools;
- Acceptance of the subcontractors' qualifications (for design, assembling and start
up);
- Safety: specification of fire detection and automated firefighting systems,
ergonomic design of the for operation, lock in safety systems for operation and
maintenance interventions in the equipments and emergency plan;
- Environment: definition of the residue management plan and the start of the
licensing process with the environmental agencies.
Step 2 - Procurement System
The general scope of this step is to assure that all project needs were included in
the contracts with the suppliers and that the responsibilities were clarified. The deliverable
for certification in this step is the signature of all contracts with third parts.
The major items considered in the check list are:
- Training for operation and maintenance teams contracted;
- Assembling and start up supervision contracted, as well as the spare parts;
- Update of documentation "as built";
- Insurance contracts signed;
- Safety and Environment: equipments and trainings contracted.
Step 3- FabricationlConstruction
This step deals with equipment and systems which will be installed during the
project implementation. Its ultimate deliverable is the equipment or systems received and
approved at the company's installations.
The check list in this step addresses:
- Fabrication according to updated and approved specifications;
- Execution of follow up inspections during the fabrication;
- Highest possible degree of integrated testing and pre-assembling in the
manufacturers' installations;
- Observation of handling and transporting requirements, including applicable
insurance warranties.
Step 4 -Installation works
This step covers the execution of infrastructure works required and the installation
of the equipment and systems. Its deliverable for certification is the conclusion of the
equipment's installation and testing.
The major aspects considered in the check lists now are:
- Availability of utilities for installation, such electric energy, grounding, illumination,
cooling water, etc;
- Activities of leveling, alignment, pipes fluxing, check of electric connections, etc;
- "As built" documentation generated;
- Lubrication activities performed;
- Integrated cold and hot tests when possible;
- Definition of the detailed startup procedures and pre use check lists and
procedures;
- Safety: identification and warning signs in dangerous areas and for dangerous
equipment, including underground installations;
- Environment: management of residues generated during the installation works.
Step 5 - Start-up
The start-up phase focuses on the system performance and the solution of the
problems uncovered during the start-up activities. Its deliverable is the equipment
operation and an action plan to solve the backlog list generated.
The check list looks for these main aspects:
- Detection of performance deviations against the plan and their analysis;
- Record of improvement opportunities;
- Establishment of a failure treatment system, gradually transferring responsibilities
for the operation and maintenance teams;
- Action plan definition for the solvency of the backlog generated;
- Operational and maintenance procedures revised, in "as built" versions.
Step 6 - Supervised Operation
The supervised operation step covers the aspects of the process ramp-up. Its
deliverable is system acceptance by the client area (operation and maintenance teams).
The major items observed in the check are:
- Solution of the backlog list;
- Contracts with suppliers concluded;
- Start of warranties coverage period;
- Storage of all documentation at the company's archives and appropriate
electronic servers;
- Execution of internal maintenance audit;
- Safety and environment: register of all procedures in the company's quality
management system.
Step 7 - Conclusion
The conclusion of the project occurs when the planned performance was achieved
and the project has no backlog list for the engineering department. After the conclusion of
the project, all expenses generated by the new system accrues to the production area cost
center the amount invested during the project implementation begins the depreciation
process.
SUMMARY OF THE PMI METHODOLOGY
The PMI provides a very comprehensive methodology for managing project
implementation, assuring integration with other managerial systems adopted by the
company.
In addition to the PMI methodology, the Agos Especiais Piratini plant engineering
department employs specific software to handle the implementation tasks and their
linkages, as well as the resources involved in their execution. The software utilized is the
MS Project (from Microsoft Corporation) and the teams of engineers and designers are
familiar with its utilization, considering it an indispensable tool to prioritize the execution of
planned tasks.
Although the technical quality of the solutions developed during the project
implementation could vary according to the teams' and suppliers' technical expertise, the
customization of the PMI methodology for engineering projects strongly supports the
technical aspects of the implementation through the adequate responsibilities and
milestones identification.
After the adoption of the PMI methodology in engineering projects, the
performance of implementations measurably increased, attesting to the robustness of the
methodology.
ADDITIONAL CONSIDERATIONS
The scope of the furnace capacity increase project, as described in Chapter 2,
presented certain constraints, which prevented the consideration of major changes in melt
shop production processes.
The metallurgical process in the electric arc furnace did not change with the
installation of the new equipments and systems, but features which strongly increased
process flexibility were added to match the strategic needs described in Chapter 6.
If we consider the electric arc furnace process, the degree of scalability was heavily
constrained with project implementation, because the physical limits of the installations
were reached. To illustrate a major constraint, the foundations of the furnace platform will
not allow other increases in shell size and weight without a complete reconstruction.
Without a radically new technological development, the alternatives of production increase
will be limited to fairly incremental steps with the installation of new and more productive
auxiliary equipments, such as oxi-fuel burners, higher powered furnace transformer, etc.
Considering the three critical issues in new process technologies, according to
Maffei and Meredith s, the implementation plan could be evaluated as following:
- Role of the operators:
Operator methods were designed to be consistent with the old ones in this new
implementation. For example, the failure treatment system adopted plant-wide was
integrated with operational level automation in order to automatically generate requests of
action when failures in the equipment occurred. Also, all new equipment was registered in
the plant maintenance systems, automatically establishing the routines of inspection and
maintenance for the operational and maintenance teams. Finally, during the supervised
operation period, the operators and maintainers were trained to improve their problem
solving skills in the new equipment and, together with the suppliers' personnel, perfected
the operational and maintenance plans and routines.
- Structure of supporting planning systems:
Again the automation played a fundamental role in the integration of the supporting
systems with the new technology. Many in house developed planning systems were
rewritten in order to be integrated to the new planning system.
5 Maffei, M. J. and Meredith, J., "Infrastructure, and flexible manufacturing technology: theorydevelopment", Journal of Operations Management, 13, 1995
Special dedication was given to the production sequencing due to the quality risks
that could be generated by refractory contamination. During the startup period, the
operation teams rapidly developed a comprehensive knowledge about contamination risks
as a function of the presence and quantity of each chemical element contained in the
heats produced. This knowledge allowed the development of a "decontamination" cycle
through the production of specific grades of steel less subject to contamination after the
stainless and high alloy steel grades' campaigns. The rules of the "decontamination"
production cycle were included in the production planning and scheduling system and
there was no occurrence of quality problems due to cross contamination since that cycle
development. This achievement supported the operation with only one type of shell for any
steel grade and generated benefits such as flexibility of production, reduction of the
stoppage times due to shell changes, standardization of equipment and reduction of spare
parts inventory.
- Integration of the technology with the organization:
The project did not influence product characteristics and it was treated as an
equipment substitution by other plant areas, such as Sales and Marketing. The
implementation plan did not consider opportunities of leveraging the increased production
flexibility and tracking.
CHAPTER 8 - ASSESSMENT AND RESULTS MEASUREMENT
The management system previews an evaluation step for each project after its
conclusion.
Table 8.1 - Investments Conclusion and Implementation Quality Assessment
shows the formal evaluation method, which requires the participation and agreement with
all teams affected by the project, as well as the recording of any pending tasks and related
responsibilities.
The overall benefits evaluation is performed below:
Item Measure Plan Real
Melt shop production increase t/month 3,000 3,149
Tap-to-tap min/heat 70.8 69.66
Electrode consumption kg/t 2.4 2.74
Electric energy consumption kWh/t 395 407.3
Refractory consumption kg/t 3.4 3.23
Maintenance costs US$/t 9.0 10.9
Although not achieving the totality of planned goals, the project exceeded the
forecasted production volume and proved to be a successful example of project
implementation. The results for performance evaluation were taken from a three-month
measure performed after the conclusion of the implementation (end of the supervised
operation), which continued to improve after a longer operation period. This fact could be
indicative of ramp up improvement opportunities.
Table 8.1 - Investments Conclusion and Implementation Quality Evaluation
IA TITLE:
COORDINATOR: DATE 1CUENT:
1)Plaseincludeanycmments in PLAN REAL4C 0. .... ..o-1 . _.<* Shllupl(ueog) a j ,o -"
I Iincluded IL to JekPte il a j
01. Qua lity of proposed solution 20 Training
02. Proposed budget viability 21. Suppliers' technical expertise
03. Proposed delivery viability 22 Engineering department supporting
II. IMLE NATION 23. Level of interference in production....................
04. Knowledge about processes/equipments 24 Performance/Reliability
05. Efficacy of meetings_ 25. Quality/Finishing
06. Quality/Flow of information 26 Maintenability L
07. Attendance of client area requests 27. Compliance to safetyenvionmental standards
08. Problem solving efficacy EACCOMPnIneerNg arT PLAN X !EL
09. Operation and Maintenance involvement 28. Delivery real x authorizedu
10. Mechanic design 30. Scope executioncoom~Scope executin±A.. ...... . ......... ...... .. ...... .. ..... ... .... --- ---- -11. Civil design12. Piping design a o u eaUnitponct 2 4 8 e i0 -
. . ........ . ..... . .... .. .~ ~... .. .. ............ .. ... . .. .. ..
13. Pow er/Automation design bI- -boo t he
14. Operation/Maintenance manuals cve) TOWn pDeli rax b)
CONSTRUCTION WO2 u r AND ASSE9BMdLa15. Mechanics i 315. Mechanics Final Assessment
16. Piping Sum of points:
17. Construction works Number of items i
18. Power/Automation Bad: 2.0 a 3.0 Unsatisf.: 3.1 a 5.0 Regular 5.1 a 7.0
19. Safety/Environment compliance Good: 7.1 a 9.0 Excellent : 9.1 a 10
0I-z0-
0 ....... . ..cc0-t-
The major results of the implementation process formal assessment, according to
the adopted methodology, are presented below. The discussions at the operational level
and technical details were omitted to keep the focus on the relationship between the
results of the implementation process and the process's strategic needs. The ultimate
objective of this assessment is to verify the degree of alignment that the project
implementation methodology presents towards the company's strategy, in order to
highlight the opportunities of improvement and ease the recommendations definition.
1) VIABILITY STUDY
01. Quality of proposed solution
The solution proposed presented a high degree of consistency with the
process needs, including aspects of innovation and process flexibility which
fitted the company's positioning. But the viability study did not consider the
strategic decisions that should be performed in the process of integration of
Automation and Information Technology systems which supported the
production scheduling and planning. The integration process plan replicated
the tactics which were being practiced before the project implementation,
without leveraging the new possibilities or considering new process needs.
Additionally, the complexity of integration between the new and old
equipment was not understood. Neither was the desired level of
environmental regulatory compliance related to atmospheric emissions
analyzed in detail.
02. Proposed budget viability
The proposed budget was adequate to meet the proposed scope of
solution, if the appreciation of the Brazilian currency in comparison with the
U.S. currency was not considered. The overrun of the project budget stayed
within the acceptable limits defined by the company (less than 10%).
03. Proposed delivery viability
The proposed time to implement the project would have been adequate for
its scope, if the issues involving the integration between the automation and
IT systems were included in the initial viability study.
Normally, the melt shop would have stopped in December and provision for
new equipment was taken place then. Because of market changes this had
to be postponed.
2) PROJECT IMPLEMENTATION
2.1) COORDINATION TEAM
04. Knowledge about processeslequipment
Considering the different expertise needs for the project implementation,
the coordination team successfully involved the plant experts in each field
(metallurgic, automation, energy, etc) to leverage the overall knowledge
about the equipment and process. The clear definition of responsibilities
among the coordination and supporting team members helped to orient
them towards the project goals.
The people who could help in strategic decisions were not involved
sufficiently.
05. Efficacy of meetings
The meetings used a formula which has being working well to save
everyone's time: people who were asked to attend the meetings were those
who would deal with its problems. The meetings were used for working
purposes and did not have fixed audience. General information was
communicated through specific meetings.
06. Quality/Flow of information
The process implementation methodology employs a tool called "Matrix of
Document Circulation", which defines the responsibilities for each document
generated in the project implementation, considering areas of expertise
and the level of responsibility (information, revision, approval, etc.). This
tool assures the continuous flow of information to the right people involved
in each activity of the project implementation.
07. Fulfillment of client requests
The project scope confirmed the set of tasks in the implementation.
Additional requests outside of the project scope were also accepted, but the
client was charged for those. This general guideline acted as a filter to the
client requests and as a prioritization tool to help in the reduction of the
amount of work to be done.
08. Problem solving efficacy
The coordination team managed the available resources to solve the
problems which appeared during the implementation, showing good
prioritization capabilities. Thanks to well specified contracts with
suppliers, their productive participation in problem solution tasks was
assured.
09. Operation and Maintenance involvement
The involvement of the operation and maintenance teams through the
division of responsibilities provided an effective integration, eliminating
relationship barriers and misunderstandings about the project priorities.
Although integrated in the project implementation activities, the
maintenance teams lagged behind in building their skills related to the
automation systems, due to the late definitions about the integration
processes. This deficiency was addressed after the system startup.
2.2) QUALITY OF DOCUMENTATION
10. Mechanical design
As the mechanical design was performed basically by one big supplier with
its proprietary technology, the quality of documentation was satisfactory.
11. Construction design
The construction work for engineering projects is usually outsourced to
local and well known suppliers, and is supervised by an internal coordinator
with expertise in the field. As the construction work presented no major
complexities and the delivery of documentation is a formal milestone before
payment of contracts, the quality of documents was satisfactory enough.
12. Piping design
As piping design presents a high level of complexity and interface with
existing installations, the integration between the suppliers and internal
teams is critical. As the main supplier outsourced non-core equipment
delivery and the plant engineering department also outsourced the piping
interface design, the goal of a high level of integration was not achieved.
The result was an unsatisfactory quality of design solutions and poor
documentation detailing.
13. Power/Automation design
As mentioned before, the lack of strategic definitions related to integration
issues caused high levels of rework and on-field design definitions during
the startup. As was the case for the piping design, the integration software
development was outsourced by the supplier and the electric project was
outsourced by the plant engineering department. The high degree of
integration needed required the use of several different suppliers and
created points of friction and problems related to the division of
responsibilities, diminishing the quality of the documentation generated.
14. Operation/Maintenance manuals
Due to the supplier's experience with the system, the quality of operation
and maintenance manual was adequate. In the case of process control and
operation, the manuals were developed on-site during the startup and were
a fair representation of the real operation tasks in the process.
2.3) CONSTRUCTION WORK AND ASSEMBLING
15. Mechanics
Due to the supplier's experience and assembling supervision, the
mechanical installations presented an adequate quality.
16. Piping
The quality of the piping installations was strongly affected by the quality of
design. Although following all pertinent standards for piping assembling, the
design choices adopted during the design phase and the level of rework
jeopardized the overall quality of the installations.
17. Construction work
Influenced by the lower degree of complexity required in the project, the
construction work presented a very good quality. It is worth mentioning
that, to avoid the long periods required to cure cement parts, the
engineering department adopted an "external setup approach", employing
pre-molded concrete reinforced pieces as often as possible to be
assembled on site.
18. Power/Automation
The many design deficiencies mentioned before caused rework and delays.
The many on-site changes during the startup also affected the quality of
operational and maintenance troubleshooting. The system presented
atypical levels of operational and maintenance delays, which limited the
achievement of better process performance and lower operation and
maintenance costs.
19. Safety/Environment compliance
All assembling tasks and construction work followed the standards defined
by the company's safety and environmental policies.
2.4) STARTUP / SUPERVISED OPERATION
20. Training
The training process should begin earlier. Not all the teams
presented the same level of understanding of the new system production
management, operation and maintenance. Mainly the quality of automation
projects and the late availability of manuals affected this item.
21. Suppliers' technical expertise
Even though the supplier was very capable, its suppliers were not as
capable, which negatively influenced the project.
22. Engineering department supporting
The engineering department was very supportive, demonstrating
experience and skill in project implementation through a consistent
methodology.
23. Level of interference in production
The high level of planning during the execution of the implementation tasks
contributed to the low interference in production activities. The
implementation tasks employed simulation tools to reduce stoppage time
and unexpected situations.
2.5) EQUIPMENT / INSTALLATIONS
24. Performance/Reliability
In general, all new equipment presented satisfactory performance and
reliability. The reliability of the planning system was jeopardized by the
integration problems, generating quality problems due to the wrong cold
charging specifications. This problem was directly related to the lack of
definitions mentioned in the item 01. Similarly, the existing dedusting
system did not operate well with the new furnace process, sometimes
limiting the production capacity due to environmental restrictions.
25. QualitylFinishing
Although the equipment and installations followed all pertinent standards
for fabrication and assembling, there was still room for improvement in
installations.
26. Maintainability
The equipment was projected to provide a good degree of maintainability,
but the installations lacked this feature. The technical decisions adopted
during the design phase did not favor accessibility for performing
maintenance tasks.
27. Compliance to safetylenvironmental standards
The equipment and installations presented adequate compliance to safety
and environmental standards. The compliance to environmental
atmospheric emissions' standards sometimes limited the system
performance.
2.6) ACTUAL VERSUS AUTHORIZED RESULTS
28. Delivery project time: actual versus authorized
The planned plant stoppage period to perform the final assembling tasks
and startup had to be postponed due to plant market strategies negatively,
impacting the pay back time of the project.
29. Budget: actual versus authorized
The approved budget was adequate for the proposed scope.
30. Scope execution
The proposed scope was executed in totality. It is worth mentioning that the
plant had to invest in improvements of the melt shop dedusting system to
facilitate the compliance to atmospheric emissions standards, with negative
Net Present Value (NPV).
CHAPTER SUMMARY
Although successfully achieving the major goals, the project implementation
process presented some deficiencies that could have risked this success or at least
prevented a better performance.
As in the beginning of the project the company did not define strategically
the needs of integration between the new and old Automation and IT systems and
many related problems occurred during the implementation steps. These problems
generated at the strategic level were mitigated or solved in the tactical or
operational level, due to the capabilities of the coordination and implementation
teams, supported by the implementation methodology.
The methodology of project implementation effectively helped the success
of this project, but it demonstrated some important constraints. The proactive
approach presented was limited to the operational and tactic levels, where the
methodology is effective to anticipate problems, avoiding their occurrence or
minimizing their effects. At the strategic level, a reactive approach was observed,
and this was the focus of actions in the correction of existing problems. At this
level, the methodology only allows the most efficient solution to problems.
CHAPTER 9 - CONCLUSIONS AND RECOMMENDATIONS
Table 6.1 - Assessment of Process Technology Choices developed in Chapter 6
and the project implementation evaluation were the main tools employed to draw
conclusions about the effectiveness of the project implementation methodology, which has
been applied by the engineering department of the Agos Especiais Piratini plant.
The analysis tried to keep its focus on systemic and strategic aspects of the
methodology in order to make them replicable and to ease the applicability to other plants
in the Gerdau Group. As the methodology is being standardized across the plants'
engineering departments, the systemic approach will be supported by a formal process of
communication and will contribute to the group organizational learning process as a whole.
The major conclusions drawn from the application of the analytical framework
developed and the project evaluation are described below.
CONCLUSIONS
- The project management methodology applied to engineering projects provides a
robust tool to their implementation, demonstrating a comprehensive coverage of all tactical
aspects involved.
- The performance of the implementations is assessed according to the strategic
goals of the projects, with all teams contributing to this assessment process.
- The methodology of project implementation includes the assessment of results
obtained in the process of implementation, establishing a formal learning tool for the next
projects.
- The methodology is formalized through a set of documented standards, unified
under an official management system, which assures repeatability and uniformity.
- Additionally, the teams' technical capabilities are leveraged to a company-wide
effort through the formal learning process delivered by the methodology.
- Although the methodology conception phase provides a re-evaluation of the
project alignment to the company's strategic positioning, it often presented an inward
looking bias. Frequently, the effectiveness of the feed back process is limited to the tactical
level of analysis as the process does not address strategic issues.
- Management participated actively in the definition and approval of the company's
strategic plan, including the approval of the projects' viability studies. Nevertheless,
financial thresholds restrict strategic discussion by limiting the projects provided by the
viability studies to the company's strategic plan. Hence, projects with important strategic
implications (positive or negative), but lower investment levels, could be approved at lower
levels of the organization.
- The application of the framework developed for the assessment of process
technology choices provided a comprehensive vision of the link between the company's
strategy and its implementation through engineering projects. Additionally, the assessment
defines the actions which should be performed when the project is implemented,
establishing a proactive approach at the strategic level of decision-making and avoiding
unnecessary rework or decisions at the tactical and operational levels.
RECOMMENDATIONS
As mentioned above, the recommendations provided will be kept at the process
and strategic levels in order to be standardized throughout the organization; technical or
operational recommendations are out of the scope of this work.
The assessment of technology choices and the evaluation of the implementation
process of the investment aimed at increasing the capacity of the electric arc furnace
uncovered a deficiency in the linkage between the strategic and tactical level.
According to the potential flaws detected in the actual investments implementation
flow, it is recommended that the whole company adopts the improvement opportunities as
shown in Figure 9.1 - Investments Implementation Flow Revised in order to formalize the
changes.
The improvements are highlighted in red and are described below:
- The generation of viability studies includes the technology choices assessment
and it is formalized with the plant's committee, in order to check the strategic alignment
before the board's approval. The responsibility for this task lies not only on the engineering
department, but now it is shared between the engineering department and the plant level
committee.
- The assessment of process technology choices should employ Table 6.1 -
Assessment of Process Technology choices, which should be included in the company's
documentation system.
- The approval or rejection of viability studies is now performed according to the
strategic relevance of the projects. The plant's level committee should approve projects
with strategic implications limited to the plant and the company's board should be in
charge of the approval of projects with company or business unit-wide implications. The
role of the group level engineering committee should be the technical evaluation and
benchmarking for plant-wide projects and technical support for the board in technical
issues for projects with company-wide implications.
Figure 9.1 - Investments Implementation Flow Revised
WHOENG Co,,inee ' coBoard E AEP Cormditee ' Ft andGWdeu Group * i ENG, , , Suppor"Areas
TTo define guidelines
STo defmefrevtaw objectives, control items andTo dfn tSystem Goals
To generateVreview the 5 Year AEP Investments Plan
II
-I
N:
WHEN
Sep to Oct
Dec
Nov a Dec
HOW
During the planning cycle.
Considering the improvementopportunities from the former leamingcycle
Defining projects, timelines, budgets,obleclives and goals.
Board Meeting.
According to the internal standardsPO 290-0-00 a PO-290--04309 andassessment oT process tecnnology choiceS
Registering in SAP-PS system,communicating investment approval,detailing implementation plan andmobili•ing respective teams.
According to Engineering Departmentstandards
According to PR 290-R-028 (intemalstandard).
Closing the PS system after clientapproval.
Evaluating performance item, accordingto PR 290-R-032 (internal standard).
Verifying the planned schedule,analysing problems and definingcountermeasures.
Reporting the investmentsimplementation status;Analysing Performance Items(Schedule, Costs and Quality).
Reporting implementation status;Analysing problems andcountermeasures.
Analysing Investments Reports, Control andPerformance items (Schedule, Budget,Quality and Benefits)
Analysing problems andcountermeasures, defining scheduesand resources
ENG and Clients Meetings;Committee ENG Gerdau;ENG CellN meeting for ImprovementPtan generationfelaboration.
System Evaluation by ENG GerdauCommittee.AEP Improvement Plan
Remarks Preventive/Corrective actions, generated by the Control and Learning System Processes, are identified and implemented in the "ACT step of the PDCAcycle.Preventive/Corrective actions are related to the "DO" step (System Execution).Improvement actions covers the whole PDCA cycle
89
PLAN
II I
l
I
- The recommendation at the system level is to include in the project implementation
methodology, in the Procurement Process (step 2), the need of strategic alignment
between the process technology's alternatives for the project and the plant strategies. The
alignment could be accomplished through the discussion of the framework developed for
assessment of process technology choices. Now, besides the technical specification, the
procurement department will have a priority definition to guide its negotiation strategies.
- Analogous to the competence levels for viability studies approval, the
procurement department adopts financial criteria to define which hierarchical level will
participate in the negotiation processes. The task is to redefine these criteria by adding the
strategic relevance criterion, as recommended for the viability studies approval process.
Figure 9 - Investments Implementation Flow Revised and the recommendations
above do not show explicitly two benefits obtained by the company due to the
recommendations adoption:
- In addition to the project goals approval, now the project strategic implications are
discussed before the project is formally begun, alleviating pressures over the investment
coordinators to keep the delivery time and budget even if important strategic issues are not
being addressed. It is important to mention that the incentive system is closely attached to
the budget and delivery time of the investments' implementation.
- During the negotiation process with suppliers, frequently strategic bargains are
not included as negotiation alternatives because the procurement teams do not have
enough information. If the engineering departments were able to provide the procurement
department with a strategic access to the technologies involved, the results of the
negotiation should be improved. For example, the deal with the main supplier of equipment
and technologies included the delivery of the Foaming Slag Control system and it never
operated in a satisfactory way. If the procurement department had access to the
technology assessment results, the strategic choices would be the inclusion of a redesign
and the optimization of the planning and scheduling system, or improvements in the
dedusting system to facilitate the operation at lower levels of atmospheric emissions.
ADDITIONAL RECOMMENDATIONS
The recommendations above were elaborated according to a strategic perspective
of the organizational design. If the three perspectives on organizations 6 are considered,
there is a need for the addition of the political and cultural perspectives to the analysis.
The Gerdau Group is a multinational company with presence in the Americas and Europe
and the replication of the recommendations outside the headquarters in Brazil would be
more effective if they were not limited to the strategic perspective lens.
There are two different ways to approach the implementation of the
recommendations above:
- To follow the implementation of the PMI methodology for engineering
projects: as the methodology is unevenly spread across the different units
at the Gerdau Group and if the adoption of the recommendations is
considered a tool to perfect the project management system, they can be
inserted into the methodology and implemented jointly with it.
- To redefine the responsibilities and procedures as described in the Figure
9.1 - Investments Implementation Flow Revised and enjoy the benefits
generated by the strategic alignment of the projects' implementation to the
company's positioning.
Although the first approach would bring additional benefits, the PMI methodology
implementation would take longer. The second approach is the recommended one.
It may be perceived that the recommendations could affect the division of
6 Ancona, D. et al., Three Perspectives on Organizations, South-westem College Publishing, 2005
responsibilities among many levels and departments and, in order to ease the
recommendations implementation according to the political perspective of the
organization, some additional suggestions could be included:
- Top-down: as the company's board interacts with the units around the world, it
could establish the new standards practice as a condition for projects approval. The board
has institutional power to implement the measures.
- To align the practices to the units' interests, the company could show the benefits
obtained by other units in the recommendations practice at the leading units.
- The rewards or recognition systems could be attached to specific results of the
new standards implementation.
- One unit which achieved compromise with the implementation and with credibility
among the others could be used as a pilot.
- A charismatic or "high flyer" manager, with successful track records, could be
chosen to implement the recommendations.
- If potential "blockers" can not be turned to supporters, they should be moved to
other positions, and supporters should be chosen to help the implementation.
Looking at the organization through the cultural perspective, some
recommendations could be added to the implementation process:
- The identity with organizational subcultures could be leveraged by, for example,
establishing an implementation team of engineers, mixing experienced users of the
method with inexperienced ones. The engineering subculture could establish an identity
and eliminate barriers against the implementation.
- The company has a strong identity in Brazil which identifies the employees with
its culture, but it does not occur abroad. The implementation could be attached to some
cultural values recognized in each country, such as the benefits for the country, the
competitiveness that could be achieved, etc.
SUMMARY
The six-step plan for developing a technology strategy7 revealed to be an
extremely useful method to assess the Aros Especiais Piratini plant technology strategic
plan, implemented through the PMI methodology customized to engineering projects
implementation. The six-step plan supported insightful conclusions at all organizational
levels during its application, leading to important improvement opportunities.
The recommendations developed during the application of the six-step method
were mainly related to the strategic and tactical levels of the organization and their
adoption would generate a profound impact on the whole technology strategy across the
company. The ultimate benefit of the recommendations' successful adoption should be an
increase in overall project performance, assessed through objective criteria already
applied by the company, such as achievement of planned goals and benefits at strategic
level and conformity to the planned budget, quality and delivery time at the tactical level.
7 Beckman, S.L. and Rosenfield, D.B., Operations Leadership Competing in the New Economy,Irwin McGraw Hill, 20071
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